Of course, Audi, like many other companies, is traditionally defined by technical and financial key figures. Leadership and culture cannot be measured comprehensively, but here, too, we have developed specific key performance indicators (KPIs) such as the Leadership Indicator, which is based on the annual employee survey. This indicator is also specified in the target agreements of our top decision-makers.
Being a manager at Audi means being a role model, coach, pioneer and entrepreneur. We have incorporated this into the Leadership.Compass, our central definition of leadership. To translate this into day-to-day practice, we offer a wide range of tools for managers to examine their own leadership behavior in a confidential setting. For example, we have introduced a 360-degree feedback system that allows participants to obtain feedback from employees, colleagues and their own superiors. The managers find this to be a very valuable way of reinforcing strengths and working on personal fields of action.
Our understanding of leadership is reflected in our HR processes – from the selection of our employees to performance appraisals and development. After all, “We are progress” is not only our motto to present Audi as an attractive employer; above all, it serves as motivation for the people who make Audi what it is today and in the future.
